•

•

• MeasureFor Ihe men end women of Hewlett-Packard/JANUARY 1970

1960-69: Fourfold gro\Nth

1960 The corporate headquarters/ manufacturing facility in Palo Alto's Stanford Industrial Park was completed and occupied, and entertained two important visitors-then French Presi­dent Charles De Gaulle, and Prime Minister Rahman of the Federation of Malaya.

• In view of the increasing number of products and its expanding markets, the parent company's first distinct man­ufacturing division-Microwave-was formed.

• Shareowners, following the recommendation of the board of directors, authorized a 3 for 1 stock split, thereby increasing the number of authorized shares from 5 to 15 million.

1961 Internationally, plans were announced for an engineering/ manufacturing facility for HP GmbH in West Germany, leasing a similar facility in England for HP Ltd., and for establishing marketing offices in the Benelux countries and in Canada.

• The Oscilloscop' ttnd Frequency lm- Dlvl'ions were formed, Hi' " so HU ~ established, and negotmu ns. pleted for the JcquUtion of two I'll hly re pee:re fi Sanborn (medical products) in Waltham, Mass., and Har­rison Laboratories (power supplies) in Berkeley Heights, N.J.

• Hewlett-Packard stock was traded for the first time on the floor of the New York Stock Exchange, with a listing of nearly ten million shares outstanding.

• HP's Colorado activities were highlighted by the announce­ment of a new engineering/manufacturing facility in Love­land, and the plans to move scope production to a small leased building in Colorado Springs.

1962 Seven independent sales companies (Neely, Crossley, Horman, Lahana, Yewell, Stiles, and Bivins & Caldwell) joined the company as affiliates.

• HP moved into FORTUNE magazine's "500" largest com­panies listing for the first time as a result of 1961 sales of over $85 million.

1963 An agreement was negotiated with Yokogawa Electric Works

•

of Japan to establish a joint venture to be known as Yoko­gawa-Hewlett-Packard.

• Plans for an engineering/manufacturing plant in Colorado Springs were announced.

• The frequency synthesizer, one of the most complex instru­ments developed by the company to date, was introduced, and another highly sophisticated instrument, the spectrum analyzer, reached the final stages of development.

1964

Expansion continued as negotiations were completed for acquisition of Mechrolab, Mountain View, Calif., and Delcon, Palo Alto; and new buildings completed and occu­pied at YOkogawa-Hewlett-Packard, Colorado Springs, and Berkeley Heights.

• The company unveiled a new look for its trademark and signature-the first major change since the company's founding.

• Among the outstanding instruments and systems introduced were Waltham's portable electrocardiograph, Loveland's

eat voltmeter, and the microwave spectrometer.

1965

Two HP cesium beam clocks, during a 35-day period, traveled 35,000 miles comparing time-of-day standards at 17 world time-keeping centers.

• At mid-year, negotiations were completed for the company to acquire the Datamec company in Mountain View, California, and F & M Scientific, now the analytical products division at Avondale, Pa.

• A program to restructure the entire marketing organization was put into effect with establishment of the Neely (Western) and the Midwest regions, and finalized plans for the Eastern and Southern regions.

1966

HP's advanced research and development activities were officially consolidated under the name HP Laboratories.

• Dalamec and Delcon moved into new, twin buildings in Mountain View, and HP Ltd. people moved from Bedford, England, into their new building in South Queensferry, Scotland.

•

Carrying the travclab concept an additional step, the com­pany outfitted staterooms on the S. S. Leonor to display HP products during port calls at II Latin American cities.

• The first HP computer-forerunner of today's Data Products line-was introduced late in the year.

1967

Marketing subsidiary companies were established in Den­mark, Finland, Norway, Argentina, Brazil, Venezuela, and Australia.

• Building construction got under way for HPSA in Geneva, HP France near Paris, and Eastern Sales Region head­quarters in Paramus, N.J.

• The company distributed its first annual, hard-cover cata­log, that included for the first time the company's entire product line.

1968

Indicating continuing growth and expansion, the company announced a building program for a site in Santa Clara, Calif., purchase of a building site north of San Diego, and purchase of a building in Cupertino, Calif.

• The major new product introduction of the year was the highly sophisticated desk-top calculator.

• Plans were announced to restructure the corporate organi­zation by combining operating divisions into groups, each responsible for related products and activities.

• Chairman Dave Packard accepted the post of Deputy Secretary of Defense.

1969

The board of directors proposed a 2 for I stock split (subject to shareholder approval) which would increase the number of authorized shares from 15,000,000 to 30,000,000.

• HP Ltd. was awarded the highly coveted Queen's Award for its development of a microwave link analyzer.

• An HP product display took to the air for the first time when a specially designed aircraft flew instruments and systems almost to the doorsteps of potential customers in a 46-city, 12-country, llO-day trip.

• Orders for the year passed one-third billion dollar mark.

For Hewlett-Packard-and Hewlett-Packard people-the sixties were

years of rapid growth and change. Starting the decade as a relatively

simple, monolithic organization, HP emerged as a genuinely large

company with a multiplex structure designed to serve multiple markets

on a worldwide basis. Many of those changes came into strong focus in

1969, a remarkable year in an extraordinary decade. In a series of

reports by the heads of the major operating groups, this special "annual

report" issue of Measure reviews the important events and trends of the

past year and notes their significance for the future.

1969-19 ??

Building New Businesses

Carl Cottrell, general manager, Data Products Group

"1969 helped Hewlett-Packard focus on the fact that it is involved in a new business-the data products business. This is a new endeavor for the company and one quite unlike the other busi­nesses it is in.

"Our group underwent great changes in 1969. After starting from zero three years ago, last year was the year in which we became profitable. This was a welcome change because even with the demands of our rapid growth, we wanted to contribute a fair share of

ate earnings and we are proud ability to do so.

• uring the year we were able to

come up with selection and definition of the new markets we are entering. Obviously, we just can't say that we are in the computer business, per se. We can say that we are in time-sharing, the education field, scientific compu­tation and we are in the business of selling systems and stand-alone prod­ucts to manufacturers, particularly manufacturers of electroncs products.

"These are important definitions, be­cause in the marketplace each requires new skills and a new investment. You see, it is not enough to have the right products. Customer support in many of these markets can be very demanding -much greater than anything the com­pany has required in its traditional instrumentation markets. The market­ing investment, in fact, can far out­weigh the engineering investment and that is why we have to be very selective. We have to be sure that we are ready to make the necessary commitment to enter a market, and 1969 saw us com­mit ourselves to a major effort in the areas mentioned.

"We also have been learning how to live with an accelerated growth pattern in 1969. Our group is moving at a very fast rate and this tends to accentuate certain problems in personnel, in hiring and space to work in. Recognizing this, our people worked that much harder to get the joh done. The result was a tremendous team effort among our

three Peninsula-area divisions and this spirit is going to carry us up and over many of the problems of the future.

"A very important plan was started last year to develop a strong Data Products marketing capability in Eu­rope. In addition to starting calculator and computer manufacturing in Eu­rope, we are actively establishing Data Centers, Systems Integration Centers and increasing the size of the field sales force. We picked some of our best people in Europe to run the show and they are already at work on this task. Without question, international sales will add a tremendous increment of business to our group and we are pleased to see the enthusiasm for our products develop at such a rapid rate.

"Concurrent with our own rapid growth as a group, it became clear that the computer, as used by other HP divisions, particularly in instrumen­tation systems, IS having a profound effect on the product character of the company. At last count there were some 50 'dedicated' instrument systems either in or nearing the marketing stage throughout the company, with just abollt every division represented. One finds that the divisions have added a new increment of sales and new ele­ments of manpower, space, engineering and manufacturing that did not exist before. Thus. while instruments con­tinue to be our largest and strongest

(continued)

corporate business, the computer has brought a very healthy diversIfication that is going to give the company lots of extra leverage in the marketplace.

"In the year ahead, we expect to plan a new addition at the Cupertino site. accelerate our international activi­ties, complete the addition of new Data Centers in the sales regions and vig­orously pursue our new product pro­gram. I am qUite confident that the investments we made in 1969 will help make 1970 a successful and exciting year:'

New Men, New Relationships

John Young, vice presiden t, general manager of Electronic Products Group

"In our first full year as a group organization, several accomplishments of general interest took place. All of

our group staff actIvItIes have been staffed, and there's been a lot of learning taking place-defining these new functIOns and getting them going.

"In the field marketing area, the ap­pointment of regional discipline sales managers-corresponding to the elec­tronics product group-by the domestic and international sales regions has been a major step forward. Already these men have provided a strong new inter­face between field and factory. Thea i npms from the field have been really important and useful. This has helped our divisions in setting up our O\\'n marketing strategy. And their gaining a longer view of where we are headed by participating in oLlr long-range prod­uct planning has made an important difference in how they are able to re­spond. I would say we have gained very significantly in our ability to communi­cate with the field engineer both on technical and sales topics-much stronger than anything we've had for years.

"How did our operating divisions fare in 1969?

"The big event for F&T was the opening of the new Santa Clara plant and name change to Santa Clara Di­vision. The facility is a very handsome one. The people are very happy with their new quarters, and enthusiasm for the future is high. Bringing out thc 5360A computing counter \',;as another

important landmark for this d.·V'·. The 5360A is outstanding in a of ways, most notably because it e pacesetter in combining computer tech­nology with an electronic instrument. From a personnel viewpoint, it was a year of building new strength. With Dick Anderson as engineering man­ager, and Al Steiner as the new head of marketing, Santa Clara has a strong, balanced team. Results of these efforts will begin to show in about a year. Some very fine projects are under development.

"Microwave had a fine sales year and a strong profit performance. Organi­zationally, it was a year of rehuilding. J\.·fost of the former management were drafted into other assignments, so Paul Ely has had the task of pulling a new management team together. They have achieved this goal, but it has not been easy. Microwave is our largest division: it is also quite complex because of the diverse character of its products. It's a collection of activities. and this represents a special challenge to its management.

"During the year, the micro.·'t program (Measure, June 1969) from R&D into a manufacturing p . This is a significant activity within the Microwave Division and will have a major impact both financially and in its technical influcnce on our future products.

"

e Manufacturing Division, of was created as a separate di­

last year. Being basically a cost center as opposed to a profit center, it required considerable time and thought to define the criteria of its performance and set up the operating organization. An important change is in the way the Manufacturing Division relates to new product activity of our other divisions. Manufacturing cngineers are assigned to become physically part of these development teams in the lab. Now the association between product tool de­sign and the process shops is much better.

"Growth and change were very sig­nificant for HP Associates during the year-one of the top pcrformances in the company. They gained a new gen­eral manager, Dave Weindorf, and regained marketing manager Milt Liebhaber. They also gained a much strengthened relationship and identity with the rest of the corporation. Com­ponents have clearly been identified as a strong potential growth area for HP Dunng the past year, HPA has done

strong product planning in new _ product categories having excel­I potential-solid·state displays and opto-electronics.

"The Systems Division has been part of Electronic Products Group only a few months. John Doyle has had only a short time aboard as general man­

ager. 1his division has a large backlog of work in a new business area for HP Our first jobs are to achieve an appro­priate division profit as quickly as we can, and to get a longer range product strategy worked out. I'm impressed with the enthusiasm of the Systems people-their obvioLls cxci tement with what they are doing. They have worked extremely hard in getting things going. That should make for success in any future activities.

"For the coming year, the general order sItuation is somewhat softer than mid-1969, but we are ahead of year-ago levels. I think we will be concentrating

Around the World with One Image

on more short-term projects-getting new projects out of the labs and into production as quickly as we can in order to beef up sales programs.

"One trend became very obvious during 1969, and that was the across­the-board impact of systems on our business. Actually, we caused it to happen ourselves. At the management conference about five years ago we noted the potential of the computer and what it could do with instruments and alone. This got a lot of our people thinking-and now it has happened. It is a dominant trend in the way measure­ments will be made in the future:'

Bill Doolittle, vice president, International Group

"Last year was a landmark year in a number of ways for the International Group. We passed the $100 million mark for the first time, \vith orders reaching $105 million, a 44 percent increase over oUT previolls fiscal year. We restructured our basic organization. We celebrated our 10th anniversary of direct overseas operations by the com­pany_ The engineering laboratories of our overseas manufacturing divisions produced outstanding results in cre­ating new products. We completed a new headquarters building in Palo Alto and our European operations people in

(continued)

7

Geneva moved into new quarters, both with space to grow. We ended the year strongly-just about exactly on target­and early results indicate that we are starting 1970 at the same pace.

"These facts support the conclusion that HP has now become a true inter­national organization, with worldwide responsibilities and opportunities.

"To meet HP's growing international challenges, our organization has been restructured to encourage the com­pany's product groups to assume worldwide product strategy and profit responsibility. With some of our prod­uct disciplines approaching 50 percent of their business in international mar­kets, a common worldwide strategy is essential.

"An important step in this direction has been the restructuring of the Eu­ropean and Intercontinental Sales Re­gions along similar organizational lines as our four U.S. Sales Regions, with product disciplne sales managers.

"In recognition of the importance of the Data Products Group to HP's fu­ture worldwide growth, we have taken a basic new organizational approach in the appointment of Fred Schroeder -our senior European manager-as Eu­ropean General Manager of the Data Products Group. In this assignment he will have responsibility for developing the Group's European strategy-man­ufacturing, marketing and engineering, as well as profitability. Although re­

porting directly to the Data Products group general manager, he will work closely with International's European Operations Office, utilizing all corpo­rate assets-personnel, facilities and capital-to achieve his Group's objec­tives. We envision this type of organi­zation will eventually be extended to other product groups, not only in Europe, but also in other areas of the world.

"During the past year we also began to restructure our basic international organization into geographic areas of responsibility. In Geneva, the new Eu­ropean Operations office, directed by Dick Alberding, has responsibility for all HP manufacturing and marketing activities in Europe. In Palo AHo, the Intercontinental Operations office, di­rected by George Newman, has responsibility for all international man­ufacturing and marketing outside of Europe. In essence, these Operations offices serve as housekeepers of the corporate assets-personnel, facilities and capital-and are responsible for assisting the product groups in imple­menting their manufacturing and mar­keting strategies.

"All of these changes are designed to give us flexibility to meet the com­plex business environments that we find in the world markets.

"The multiple role of our three over­seas manufacturing divisions was very clear in 1969. Together, the plants in

Germany, Scotland and Japan em­ployed more than 1,300 people pro­ducing over 350 products. Many of these products were designed originally by the U.S. divisions, then transferred to the overseas divisions in order to provide greater penetration in the. markets. Because of the eliminat' customs tariffs, these products compete successfully with competitive, locally-produced counterparts. Without local manufacture, much of this busi­ness would be lost to the company. But an increasing share-25 percent of pro­duction this last year-originated in the HP laboratories in Europe and Japan, and were marketed throughout the world. At the same time, these divisions continued to incorporate into their finished products-both U.S. designed and locally designed-many compo­nents and fabricated parts supplied by the U. S. divisions, thus adding con­siderably to our U. S. employment level.

"At this point in our development, it's interesting to look back a bit. In 1959, for example, our overseas busi­ness represented a little over II percent of total corporate orders. Last year, on a greatly increased volume, interna­tional business reached more than 30 percent of the total, representing more than one and a half times our total corporate business level in 1959. We think this rapiu gr !wl rr~nd Wil. tinue for the fo esceable nllure, eating how very imp rl nl II is fo

(continued on page 9)

I

The Model 1970 Corporate Organization

In spite of the fact that the Hewlett-Packard organization can be drawn up in chart form (see centerspread), with lines indicating the formal relation­ships between areas of responsibility, in real life it's much more flexible and complex.

Many people are well aware of that flexibility. The company has always taken great care to encourage ease of communications between people and departments. Nevertheless, as a result of the company's growth, some new relationships have evolved that are not fully explained either by experience or the chart:

• The Chief Executive Office was broadened early last year. Bill Hewlett, as chief executive officer, now has Executive Vice Presidents Noel Eldred and Ralph Lee as members of his office, creating new depth and flexibility.

• The corporate staff offices actually function in two ways. First, each acts on policy matters on behalf of the Chief Executive Office and serves as the company's observer in its area of specialization. Their other role is to provide centralized service to the operating groups and the departments.

• It is the nature of the Hewlett-Packard organization-of its flexibility­that one person may hold both a staff post and an operations position at the same time. A number of instances of this may be noted on the organizatiopal chart.

• At the operating level, the emergence of group management is a de­velopment of great significance. Not shown on the chart is the way in which the groups work together in focusing on common operating prob­lems. This is done through the Operations Council, made up of the two executive vice presidents and the four group managers.

• Another important new relationship is indicated by the dotted line between Data Products-Europe and European Operations. In effect, Fred Schroeder will provide the Data Products Group with a more active and direct role in planning and coordinating its sales and manu­facturing programs in the European markets. As such, his new role is a prototype of how the other product groups may eventually participate in Europe and elsewhere in international markets.

• A special pictorial report of the HP Board of Directors is presented on pages 12-14. The key role of the board in managing the company's business is discussed by President Bill Hewlett in his letter on page 15.

HEWLETT =PACKARD

Corporate Organization, January 1970

_____1 Operations

S aft

HP LABORATORIES Barney Oliver, Vice President

ADMI ISTRATION Dan a

LABORATORIES

Electronics Research Paul Stoft

Physical Electronics Don Hammond

Physical Research len Cutler

Solid State Paul Greene

Bill Hewlett, Chairman

Frank Cavier

John Chognard

.Carl Cottrell

.Bill Doolittle

.Noel Eldred

.Ralph Lee

Barney Oliver

.Ed Porter

Ed van Bronkhorst

Cort Van Rensselaer

Bruce Wholey

Ray Wilbur

-John Young

·OPERATIONS COUNCIL.

ELECTRONIC PRODUCTS GROUP

John Young, Vice President

C3ROUP SUFF A YO ng

B I Joh Manllfao iJrlhg

John DoylM II 11'1

I 11 eho 01'1 ~

Jim Ph Ips

MANUFACTURING DIVISIONS

HP Associates Dave Weindort

Manufactu ring Jim Ferrell

Microwave Paul Ely

Santa Clara AI Bagley

Systems John Doyle

OPERATIONS GROUP Ecr-Porter; Vice President

MANUFACTURING DIVISIONS

Avondale Emery Rogers

Colorado Springs Bill Terry

Deleon Brian Moore

Loveland Ray Demere

New Jersey Don Tighe

San Diego' John Bro.wn

Medical Electronics Dean Morton

Noel Eldred Executive Vice President

r-- ­I DATA P. I eUROP I Fred 5.1: l~ _

iTlVE OFFI CE

~'!'In . Executive Officer

Ralph Lee Executive Vice President

CHANNELS OF CONTACT The chart provides a picture of the

general lines of responsibility, authority and accountability. Flow of information is expected to be upward as well as downward.

Contacts, and flow of information, be­tween personnel within a group or be­tween groups are to be carried out in the simplest, most obvious and direct way practicable. Of course, in making such contacts it is the responsibility of each person to keep his manager in­formed promptly regarding such mat­ters as: (a. Those for wh ich his manager may be held properly accountable by others; (b. Those in which there are or could likely be cause for disagreement or controversy, especially between dif ­ferent groups within HP; (c. Those in which the advice of his manager or co­ordination by his manager is required with other HP groups; (d. Those in which recommendations are involved for change, or in variance from established policies; and (e. Those for which his good sense tells him his manager should know in order to be more effective in his day-to-day actions as well as his planning for his group.

Each manager, as he believes there is a need, is expected to guide his staff as to matters that fall in the above category.

Groups

. S GROUP rjOlrnl Manager

nUCTii uretl by D1V~slon~

INTERNATIONAL GROUP Bill Doolittle, Vice President

e OUP FF

r~--~-·-·-·~·_·_-I INTERCONTI NENTAL OPERATIONSI EUROPEAN OPERATIONS : George Newman, Di rectorI Dick Alberding, Director I

Intercontinental Sales Region I European Sales Region I Dick Mobilio I Dick Alberding Japan Manufacturing 1 Germany Manufacturing I Mori Katakami I Eberhard Knoblauch I Scotland Manufacturing I

I Dennis Taylor L ~J

M FI 1:1 N:G Ncal Eklretl. Vita ",flm!deI1

U.S. FIELD SALES REGIONS Eastern

Bob MacVeety Midwest

Frank Waterfall Southern

John Bivins Western (Neely)

Bob Boniface

looking ahead ...

At the 1960 HP management meeting in Sonoma, California, Dave Packard asked those present to guess what the company's shipments (sales) would be for Fiscal Year I969-ten years away. Guesses ranged from $176.7 million to $415 million. The average of all guesses was $267.9 million. The actual result, as we now know, was $324 million.

What does this suggest? If you compare sales in 1960 of $80 million with last year's total, you have very close to a four-fold growth rate for the decade. At this rate, 1979 sales would be nearly S1.3 billion, If you use the unadjusted (for acquisitions) sales figure for 1960 of $60 million, you come up with a 5,4 rate which would give you sales of $1.75 billion in 1979.

By coincidence, the company's accumulated sales for the past decade also comes to $1.75 billion, There are some other significant accumulations­a total R&D investment of $ I73 million (just a shade under 10 per cent of sales), total federal and foreign tax.es of $126 million, and total compensation including wages and benefits of almost $700 million.

Profits, the base from which growth flows, also kept pace during the sixties. Pre-tax. profits grew at about a 5 times rate, while net profit grew at 4.5 times.

At the recent management meeting in Palo Alto, President Bill Hewlett said that the company had indeed built a very strong financial base. At the same time, there is a need to improve profitability so that HP can continue to finance its own future as it has done so successfully in the past. In the early years of the seventies, the company will invest heavily in fast-growing new markets. Eventually, of course, these new ventures will have to stand on their own and contribute to still other enterprises that should make the seventies at least as stimulating and filled with opportunities as the past ten years.

of us to continue to 'think interna­tionally; and to present one HP image around the world~'

Timely Turnarounds

Ed Porter, vice president, genera) manager of Operations Group

"j 969 was an excellent year for the Operations Group of divisions-one of our best, particularly with the medical and analytical divisions turning around so nicely in profitability. Colorado Springs Division also made very sig-

I nificant improvement. With its model 183 scope it has really come up with a winner tailored to the needs of the market. These improvements are all 1 ' nt because, as these divisions

larger it is more and more ary for them to carry their share

of profitability. "Loveland has a large new building

under construction due for completion later this year. This will effectively double their floor space. Loveland 'is in two major product areas or markets . . . the traditional electronic instrument market with their voltmeters, oscil­lators, etc., and the data products market with their line of calculator products. Jn the future we will move to separate the management of these two areas, particularly in the engineering/ marketing functions, so that Loveland may in many ways look like two divisions.

"This is in line with our overall approach of more clearly defining the roles of our various divisions so that they can concentrate on doing their basic jobs. This was done last year by the Medical Electronics Division which transferred responsibility for marketing its commercial recorder products to the San Diego Division.

"By the same token, our traditional product divisions will concentrate more on those products, and not worry so much about getting into new businesses. These traditional product lines provide the biggest share of our business and the base from which the rest have grown. BUl in some areas of this busi­ness. growth has not been as strong as we could wish. So we want to keep heads up in our traditionallines-main­tain our lead and our prime position.

"The new regional discipline sales teams that were set up last year for medical and analytical as well as elec­tronic products, are going to improve our ability to get closer to our custo­mers. This setup is already beginning to show good results .

"People in our group are actually quite optimistic about 1970. The scope people have a good backlog of orders. Computer manufacturers particularly arc choosing the 183 scope for their computer test programs. Medical prod­ucts look very good, especially in cer­tain areas such as the Eastern States and international markets. Avondale expects another good year in analytical prod ucts and wi \I concentrate on bringing out some promising new prod­ucts. Loveland, San Diego and New Jersey all have good. strong programs going and will be stronger than ever in 1970. Loveland, for example, feels that, with the "B"·version calculator and with extended memory for the "A" machine, they will increase their pene· tration in the calculator markets. There are also new voltmeters and other promising products coming out.

"But with uncertain economic con­ditions, we are going to have to watch it-stay loose so that we can move one way or the other. We are going to have to keep our capital budgets trim and tight. It is not going to be an easy year. But it could be a good year, and a healthy one:'

(continued)

9

Segmentation with Representation

U. S. Sales Regions: a composite report "In our experience, the changeover

to a market-segmented sales force has been a success. Our men are pleased, and so are their customers. For one thing, the men in the two electronic products segments-sa-called 'A-bag­gers' and 'B-baggers'-still call on many of the same customers, and this requires a great degree of cooperation. The teams meet every week to coordinate their schedules and discuss their various approaches and problems. So it really reflects a benefit to the customer who now has two men calling on him. It's not duplication, because each has had different emph asis in hi s product training. But each is also quite able to talk the other's product language up a certain point, so the customer is getting better coverage:'

• "A very important step forward­maybe even the biggest for us during the year-was the appointment of the discipline sales managers. This has produced many benefits in our com· munications with the manufacturing organizations. Not that we weren't trying before, but the new system en­ables our regional product men to con­centrate on a smaller number of plants. They have been able to do a much

better job of planning~'

• "In spite of market segmentation and specialization in the field, as far as our customers are concerned we are still all working 'under one roof: A custo­mer may deal with only one part of our organization. but he sees the combined strengths of the whole team and this is impressive and reassuring:'

• "The new Data Centers, which all regions have been in the process of setting up, are going to be increasingly important. For the first time, the data products customer can get HP training in the field rather than the factory. ]n the future, the same approach might well be appropriate to our traditional instrument lines involving systems. The systems customer needs the same kind of product demonstration and training service as the data products customer:'

."1969 was a year of rapid growth in people and physical facilities, We added a substantial number of people partic­ularly in data products and calculator sales which became recognized as a separate sales task:'

."In the area of instrument service, it is a fact that more and more of our business is in field service rather than in-house. This is particularly true in the new products-data products, medical, analytical, calculators and systems. We are now probably approaching a 50-50

split between field and shop serv.'t presents operational problems i viding round-the-clock seven-d ­week availability. But that's what we have to do now:'

• "Our outlook reflects the unsettled outlook of our customers. There is great interdependence in our industry and economy; the more so for us now that we are a multi-market company. The total expectations in our markets haven't really changed, but it looks as if they will be stretched out'

More People, More Responsibilities

RaJ' Wilbur, Vice President-Personnel "As Measure noted in the November

10

. the company added 2.300 new st year. raising worldwide HP

• yment to nearly 16.000 people. It was a very big year from that point of vicw.

"During the year there were also extensive reorganizations by the prod­uct group5. A numher of these included the personnel function-adding direct personnel staff ~upport to several of the divisions and groups. At the same time we were able to augment the corporate staff by concentrating several people in the areas of compensation and benefits. One result is the recently announced modlfi.cations to the benefits package which provide improved coverage for HP people and their families.

"It was quite evident in 1969 that our growth and size have brought into focus some real problems of security, botb internally and externally. Cnfor­tunate]y, we now find some people in the organization who do not always respect our informality and openness, and take advantage of these practices for [heir own personal gain. From out­side the company, we tend to have

people interested in what we are in technical areas and at times

.ave made it too easy for them to learn about our plans. Also, we are the object of interest of some people who classify us members of the 'mil i­tary-i ndustrial establ ishment' which they oppose. So it is up to each of us

to participate in tightening our control in these matters, to protect HP people, HP ideas and HP facilities.

"We also have noted a rise in acci­dent rates. particularly of the more serious kind. Safety continues to be a responsibility of each one of us that requircs constant attention.

"Our professional recruiting in 1969 was very successful. The percentage of qualified people accepting jobs with HP went up; and by year's end we had added nearly 750 professional people throughout the company.

"An area of increasing importance to us is management planning and de­velopment. Late last year Bill Hewlett organized a task force to focus on this area so we are better prepared to meet our management needs in the 70's. This means more emphasis on the selection, identification, evaluation and develop­ment of managers. In fact, we need to give constant attention to insllTe that all people in the company have every opportunity to grow in their jobs. We may become discouraged at times with individuals who don't live up to our expectation. But, in stressing their strengths and by making every effort to help the individual, we can better assure they will make a contribution to HP and thus to society.

"In meeting our social rcsponsibili­ties, we continued to givc considerable emphasis to programs concerned with

minority and disadvantaged people. It's my belief that management and super­visors now have a much stronger un­derstanding of these programs.

"In good part. I think it has been the response of the minority peoplc them­selves-the way they have been able to stay with us and advance m their jobs­that has made the greatest difference. Our rate of retention of those people who came to us through the Con­sortium is the highest in the area and among the highest in the country. Actually. the rate is about the same as that for all our people.

"In addition to the hiring programs that required special training efforts, we \vere also ablc to add quite a few qualiAed minority people through nor­mal hiring practices. However, we need to see more professional people and management people from the minori­ties. This is not only the right thing to do. but selfishly we will need all kinds of good people, both men and women, if we are to grow and manage our business successfully in the 70's.

"The company and many HP people individually continued to be very active in minority programs other than just the area of employment. In addition to a number of specific projects supported by the company, we found more and more mterest by our people in be­coming personally involved in various local social and economic programs~'

11

Gathered at Cupertino plant conference room for November meeting, HP board of director.\· included in clockwise order from left:

Ed van Bronkhorst, HP vice presidenr and treasurer; Francis Moseley, Servo Products; Thomas Pike, Fluor Corporal ion; George Bennell, Slale

Streel Investmenl Corp.; HP Pre.\·idel1l Bill Hewlerr; Noel Eldred, HP executive vice president; Edmund Littlefield, Utah Conslructioll & Mining;

Robert Minge Brown of McCutchen, Doyle, Brown & Enersen; (from top of photo at right) Ralph Lee, HP execulive vice president;

John Fulenwinder, Hercules, Inc., (retired); Harold Bultner, ITT Co" (retired); Russel Lee, Palo Alto Medical Research Foundation; Luis Alvarez,

University of California; Frederick Termall, Slanford Universily vice president (retired); Frank Cavier, HP vice president and secrNI ry. The 16th

member of Ihe board, Emest Arbuckle of Well Fargo Bank, arrived after this picture was laken.

HP's working board

Technically, you could make a case supporting the idea that a company's stockholders and the public-as rep­resented by certain regulatory government agencies-are the ultimate "bosses:' In practice, though, it's clear that for most modern corporations the Baaed of Directors is the very apex of the management structure. In his letter on page 15, Bill Hewlett discusses the role of the HP board.

The photographs presented here show the board in the course of a day at the new Cupertino Division plant. Here, last November, they received a briefing on HP com­puters, looked closely at the manufacturing process, tested their hand at a demonstration time-sharing terminal, and then held their regular business meeting, More of the same kind of intensive exposure to the company's operations was scheduled for the next meeting, to be held at the new Santa Clara Division.

In the past, the board had also looked over the Colo­

rado divisions, met in the East, and toured European head­quarters and the manufacturing facilities in Germany and Scotland-as well as the various Palo Alto operations, In exercising the mandate given them by the shareowners, the board finds such exposures to be of great practical importance.

For its board membership, a company hopes to at­tract men from the outside who will add creativity and sound judgment, and bring a fresh outlook based on a diversity of experience. In meeting these criteria, the HP board has as non-company members the chairman of a major bank, a Nobel Prize winner in physics, former high executives in the chemicals and communications industries, the president of a worldwide construction firm, the founder of a major medical clinic, a world-renowned electrical en­gine Ing pro s r, ElJl ectJnomlS[ and special consulta. the Pres dem, [I f lmd r If 'CY 'ra1 ~uccessful electT firm ',11 luw tirm ~n () pa Iner. n Jan IOvestment firm he .

12

Fundamenta/s of computer software are rel'iewed for HP direclOrs and l'ariou,I' Data Pr()dr~ct,\' Group llOSt\' by John Pavone

of Daw Center at Cupertino pion!.

Takill[! a look al fino/testing of (I 2114A computer hy Skip ,\Torman (Ire Tom P,ke and Bill Hewlett. At rear is host division mal/ager Tom Perkins.

The insides of an HP computer nearing end of production line are shown to Frank Cavia. Ed Liulefiefd and George

Bennett by tOur guide Frank 1"'1yen,

(continued)

13

Time sharilt[?, aile of the company's important new markets, iI' demon.I'tra/ed in Time Sharin[? Lab at the Cuperti/1O Data Center. Here directors Johll Fulenwider, Bob BrowlI, FrO/leis Moseley, alld Harold Buttner aTe briefed by Dick Peake.

A quorum of executi~'e vice presidents, Ralph Lee alld Noel Eldred, focus on samples of

microscopic computer memory units.

working board

A break in the moming briefing brinRs together Dr. Russel Lee (Iefl), founder of the Palo Alto Medical

Clinic, and Ernie Arbuckle, Wells Fargo Bank chairmll/l and former dean of Stllntord University

Graduate School of Business.

14

From the president's desk To most employees. the function of a board of direc­

tors is, I imagine. somewhat of a mystery. The board is probably often thought of as an exalted body of distin­guished, influential individuals who periodically congregate in a board room, sagely review the performance of a com­pany, and then return to their principal occupations. Of course, it is not as simple as that. I thought you might be interested in my views of the role of the directors, what is expected of them, and what factors enter into their selection.

First, there is the legal position of the directors. They are elected by Lbe sharaowl'lPrs. as their representatives to

sure that the ~ fllTHn_ ~s rLln in a manner that is in the • est interest of the hn ownCf. The board cannot actually

operate the company, so it appoints a management team-in practice just the president-to carry out the planning and the day-to-day operation of the company. However, the directors are not without potential liability for the company's actions, and can be held personally liable if shareowners suffer through improper or irresponsible action on their part.

Turning to the HP board, we have 16 directors, five of whom are employed by the company and therefore are "inside directors:' These people, Noel Eldred, Ralph Lee, Ed van Bronkhorst, Frank Cavier, and myself, bring de­tailed knowledge about the company to the board.

The other 11 are outside directors, and I'd like to tell you something about their roles on the board, how they are selected, and their areas of contribution.

One of their responsibilities is to be well acquainted with the policies and practices of the company, and to be familiar with key management people other than those serving on the board. For this reason, over the years we have arranged for presentations to the board by many of the organizational units within HP. This has a dual benefit in that it provides the directors with an opportunity to meet and evaluate key ITIdividuals, and at the same time helps expand their knowledge about company activities. As a re­sult. they acquire an understanding that sharpens their ability to resolve the policy decisions with which they are faced.

Two recent examples of policy matters before the oard were whether the stock should be split, and whether

• the dividends should be increased and if so, by how much.

As WIth all matters reaching the board, these questions were carefully thought out hy management beforehand, hut the final decision to confirm, modify, or reject rests with the directors.

The questioll'i mentioned above are strongly financial in natLlfe, and here directors with strong business and fi­nancial backgrounds such as Ernie Arbuckle, Tom Pike. Ed Littlefield, and George Bennett can offer significant points of view. Other policy questions may be of a more technical character or relate closely to the electronics in­dustry. Tn those cases, directors like LUJs Alvarez, Fred Terman. Francis Moseley, Harold Buttner, or John Fulen­wider will have particularly important input. Dr. Russel Lee can provide pertinent consultation on medical matters, as can Bob Brown on legal situations. The advice and counsel of the directors is not limited to board meetings. 1 often have occasion to call one or morc of them on the phonc to ask for their thoughts on a particular question that is facing management at the moment.

As far as director selectIon is concerncd, we currently have a case in point. Dr Lee and Harold Buttner will be retiring from the board thi~ year under a mandatory policy on age that was adopted by the directors several years ago. Both of these men have made very significant contributions to the company and will be hard to replace. Howcver, we are fortunate in having two very able individuals to recom­mend as new directors to shareowners at the annual meeling in February.

One of these is an almost ideal replacement for Dr. Lee. It is his son, Dr. Philip Lee. Phil is 45 years old, and is presently chancellor of the University of California's Medi­cal School in Siln Francisco. Just pnor to this appointment, he served as assistant secretary of health. education and welfare under John Gardner. It is rare indeed that the possibility arises of replacing a distinguished father with an equally distinguished son.

The other new board candidate is WJlliam Eberle, currently the pre~ident of American Standard. Bill, who is 46, has shown remarkable success in transforming his com­pany from one rather narrowly confined to thc plumbing supply business into a dynamic operation with a diversified product line and sharply increased earnings. Prior to election to his present position, he was a vice president of Boise­Cascade. He holds a law degree, and served in the Idaho legislature from 1953 to 1963. Bill wlll thus bring to the board proven experience in efficient and aggresslve man­agement and an imaginative view on growth.

Let me sum up by saying that a board of directors can and should be a vi tal force in the progress of a company. Ours is one that ofTers a good balance of ages and back­grounds. 11 is also a working, participative board in the truest sense. Above all, it is comprised of men who tully understand and support the HP philosophy and the HP spirit that underlie the successes the company has achieved over the years.

15

A

special

report

to

HP people

Measure EDITOR Gordon Brown

ART DIRECTOR Tom Mertln

C"OMTAIBlJtl_G t:DITO'" - AVONDALE. Nail Whitt..., • CUPERTINO, Jaek Lou.llnoLI • HP ASSOCIATES, Jean Ewing_ • HP BENE­lUX, Amg,lerdlm, Hans Vlflk'enoog • 9'1166815, Y'M1te AMrs • HP (CANADA) 'an J-eku,n • HP GmbH, KJaus·Oielllr Laidig. HP FRANCE, Jllcq",es 8tvgere • liP LTD. SOIolIJ\ Quellns.­l41ny, Irene Clark. Slough, Maureen PhllpoU • HP SA, Sid Mann • HP VGmbH. Frenz NIW'rl\il • LOVELANO, Nancy Sorenson • MANUFACTURING, rraflk William.!. MIDWEST SALES Helen-Mlne BOlllttl • MOUNTAIN VIEW, Doug l111.n'ot\ • NEelY SALES, Bob Reed'e • NEW JERSEV John Ricci, ODlOlhr ~cMallon • PALO ALTO, S.. llle W,U•• SAN DIEGO, Gerry ROYC6 • SANTA CLARA, Kl!llh~

Johnson .. SOUTHERN SALES, Aeglonll ­IIIIIn13 '1'(';'_, Wenle Ferguson .. Flond.! UIIII, 0."'1\1 Cline .. T1l8, arel, Helen HaDsall • WAtTHAW,Jenet Dele. YHP, Yl)$ukljllshikawa

1501 Page Mill Road, Palo Alto, California 94304